John Lewis Partnership weekly sales drop 3.8%

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John Lewis Partnership weekly sales drop 3.8%
For the 50 weeks of its fiscal year so far, John Lewis Partnership's sales have slipped by 0.5%.
// John Lewis Partnership’s overall sales declines 3.8% in week ending January 11
// Waitrose weekly sales down 2.5%
// John Lewis weekly sales slides 5.8%

John Lewis Partnership has recorded a decline in weekly sales despite growing demand around Veganuary and Dry January and another week of Clearance sales.

For the week ending January 11, overall sales for the parent company of John Lewis and Waitrose dropped 3.8 per cent year-on-year, from £212.47 million to £204.38 million.

The year-to-date figure remains unchanged from last week, with sales slipping 0.5 per cent.


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Total sales at John Lewis on its own were down 5.8 per cent as customer shopping for bargains slowed during the second week of Clearance.

The retailer said mild weather impacted fashion sales, although there was strong demand for new spring products.

Overall fashion sales at the department store were down 1.5 per cent, despite an 8.7 per cent uptick in womenswear sales.

Home sales dropped 13.6 per cent, impacted by annualising a strong competitor promotion that John Lewis price matched.

Meanwhile, electrical and home technology sales were down 2.8 per cent.

At Waitrose, total sales excluding fuel were 2.5 per cent lower than the same week last year.

Vegan sales were up 13 per cent as Veganuary entered its second full week, while low and no alcohol drinks surged by 27 per cent as customers take part in Dry January.

However, overall the grocer said ambient sales decreased 2.6 per cent, chilled and fresh food sales slid 1.9 per cent, and home and general merchandise sales dropped 9.1 per cent.

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10 COMMENTS

  1. Waitrose should never of opened so many convenience stores. They should of kept it to a minimum and open them in affluent areas rather than tryin to show off and putting pressure on the business. As for the big wigs,I agree they get far too much money and the shop workers are the ones who really put the work in and are struggling to make ends meet.

  2. I’ll never shop there again. Their customer service is appalling. They’ve got rid of in house department which used to sort out problems. I spent four months trying to get my money back on faulty goods and I’m not alone, google JL complaints

  3. Yes customer service is the answer as this has declined due to messing about with the way things were done I the past.
    A lot of shoppers rely on good customer service..

  4. They wasted millions on re-branding their name to include “partnership”. They do not appear to know how to open up their online sales like Amazon. There clearance lines are usually poor and out of stock. They are going the same way as M&S. They need clued up management, not highly paid people who lack proper retail experience.

  5. They are on a downward spiral they did not listen to the shopfloor partners who were hearing the discontent of customers since 2008 i should know as i worked for them for 7 years a british institution wrecked by the corporate bosses who had no idea what was happening on the shopfloor

  6. My gripe with JL currently is t two fold. O e their we site has become clunky sticky and has lost the ability to differentiate. Secondly, outsourcing customer service was calamitous . As for the partnership card! I’ve just closed my account after over 40 years because of the difficulty in getting any sense from so called customer service. Of course this HSBC so probably to e expected. So so disappointing

  7. As someone who used to work for the business I’d like to think I have a better idea than most on whats inherently wrong with it.

    In their defence, they don’t pay over the top salaries to the directors and chairman as its in their constitution that they can’t, I can’t remember the exact number but the chairman (who is the highest paid person in the business) can earn so many times that of the lowest paid. Sure, it’s still an incredible wage but it does not compare to that of people in similar positions at other retailers.

    Also, JL has had two managing directors in what just he 15 years and two chairmen in the same time.

    The business has many problems, ever increasing wages, ancient IT infrastructure (they still use software from the 70’s that stock management systems are built on) a price policy that is doing more harm than good when it comes to the bottom line, too many bad decisions over the past decade, opening a hideously expensive shop in Birmingham for example. Mr Street needs to be held account for some of his decisions if the worst was to happen to JL, his decisions were purely political leverage. Senior leaders are jumping ship, people who have been there for 25+ years and those are big shoes to fill.

    It’s in a bit of a mess for sure!

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